Mais conteúdo relacionado Semelhante a Exxon slr preso 10 11-12 (20) 2. Notice
• The data contained in this document are copyrighted materials and are the
property of Brandlogic, Inc. and CRD Analytics.
• These data are adapted from the 2012 Sustainability Leadership Report, which
will be publicly released on October 15, 2012.
• Brandlogic is presenting this information to ExxonMobil in advance of the public
release date to discuss a potential business relationship between the two parties.
• In this regard, all information contained herein and the related discussion of the
report are to be treated as confidential by all recipients.
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4. About us
• The leading independent full-service • Leading provider of sustainability
branding firm, providing research, analytics to the NASDAQ, investment
strategy, design, interactive and professionals and large corporations
communications services
• Provides buy-side investment research
• 35 years in business serving reports on companies, sectors and
primarily Fortune 500 companies industries
• A leader in linking sustainable • Works with mainstream and SRI
business practices to corporate brand investors to screen/create portfolios and
and reputation proprietary index-based products
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5. Authors of the inaugural Sustainability Leadership Report (June 2011)
Press coverage by:
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6. Additional thought leadership from Brandlogic
Leadership articles: Upcoming articles and events:
• The Landscape of Integrated • 2012 Sustainability Leadership
Reporting: Reflections and Next Report at IABC conference in
Steps, Harvard Business School Pittsburgh (October 2012)
(June 2010) • Perception vs. Performance
• Sustainability: It’s the panel at Sustainable Brands
Leadership Frontier, Leadership conference in London
Excellence(January 2012) (November 2012)
• Keys to Sustainability • Sustainability: How Stakeholder
Leadership: Five Best Practices, Perceptions Differ from
Brandlogic(June 2012) Corporate Reality, California
Management Review
(November 2012)
• Three articles in The Conference
Board’s Director Notes
(December 2012 – April 2013)
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7. Five keys to sustainability leadership
• Sustainability is an integral part of business strategy
– Nestle’s “shared value” concept
• Responsibility is taken for the impact of internal operations, and of associated entities such
as supply chain partners
– ABB’s Supplier Code of Conduct
• GRI standards for reporting are implemented, and the issues they highlight are understood
by all stakeholders
– BMW’s top ranking for seven years in the Dow Jones Sustainability Index
• Sustainability is integrated into the brand and client value propositions
– IBM and its Smarter Planet agenda
• Operational initiatives and related communications are focused on carefully selected
themes tied to the core of the business
– Cisco’s focus on education, energy savings and sustainable cities
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9. ExxonMobil has maintained its Challenger status, meaning its reality
score has outpaced its perception score
Sustainability IQ Matrix
Sustainability Reality Sustainability Perception Sustainability
Score (SRS) Score (SPS) IQ Matrix Quadrant
ExxonMobil
2012 59.4 42.05 Challenger
2011 53.4 38.13 Challenger
Change YOY 5.9 3.9
All Companies
2012 51.7 44.4
2011 42.4 47.2
Change YOY 9.3 -2.8
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10. ExxonMobil’s real environmental performance increased significantly,
keeping pace with the average increase in our report
Real Performance
Total ESG (SRS) EPI Score SPI Score GPI Score
ExxonMobil
2012 59.4 40.5 68.5 69.1
2011 53.4 27.8 63.2 69.3
Change YOY 5.9 12.7 5.3 -0.2
All Companies
2012 51.7 44.8 53.8 56.5
2011 42.4 32.7 45.5 48.9
Change YOY 9.3 12.1 8.3 7.6
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11. ExxonMobil perception scores increased in each of the E, S and G
categories
Perceived Performance
All Respondents
Total ESG (SPS) Environmental Social Governance
ExxonMobil
2012 42.05 43.72 41.98 40.52
2011 38.13 37.83 37.47 39.75
Change YOY 3.92 5.89 4.51 0.77
All Companies
2012 44.45 42.30 45.29 44.92
2011 47.21 45.07 48.22 47.31
Change YOY -2.76 -2.77 -2.93 -2.39
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12. ExxonMobil’s perception scores among investment professionals
increased on E, S and G categories
Perceived Performance (continued)
Total ESG (SPS) Environmental Social Governance
Investment Professionals
2012 41.93 41.32 43.40 39.62
2011 33.83 28.80 33.47 39.60
Change YOY 8.1 12.52 9.93 0.02
Purchasing Professionals
2012 48.00 50.18 48.19 45.44
2011 46.92 48.87 46.29 46.23
Change YOY 1.08 1.31 1.9 -0.79
Graduating Students
2012 36.68 39.84 35.05 36.77
2011 33.81 35.52 32.87 33.97
Change YOY 2.87 4.32 2.18 2.8
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13. ExxonMobil’s perceived performance scores in India and China are
generally greater than its scores in the developed world
Perceived Performance (continued)
Total ESG (SPS) Environmental Social Governance
Developed Countries
2012 35.07 35.76 34.63 35.25
2011 30.96 30.46 29.48 34.40
Change YOY 4.11 5.3 5.15 0.85
Newly Developed Countries
2012 57.30 61.11 58.02 52.04
2011 53.17 53.27 54.23 50.96
Change YOY 4.13 7.84 3.79 1.08
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15. What does this mean for ExxonMobil?
• From 2011 to 2012, ExxonMobil’s real ESG scores increased, but not as much as
the average increase for the 100 companies analyzed
• ExxonMobil’s SPS score increased, bucking the average of the 100 companies
– Investor perceptions of ExxonMobil’s environmental performance have
improved significantly
– Perceptions in India and China remain significantly higher than those in the
developed world
• ExxonMobil needs to redouble its efforts on both the reality and perception sides
if it wants to chart a path to sustainability leadership
– Our proprietary Sustainability Leadership Framework, the only one of its kind,
can help you in this regard
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16. Our proposed first step: developing the report card
• We recommend developing a customized audit and research program:
– Organize a task force including sustainability, brand and communications
functions
– Gather and audit examples of existing messaging/communications
– Collect similar data from ExxonMobil’s competitors
– Identify key stakeholder audiences for external research
– Using our Sustainability IQ Matrix methodology, conduct global stakeholder
research to gain a deeper understanding of your specific audiences
– Report findings and determine steps to remedy/improve performance
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17. Contact details
Denis Riney
Senior Partner
Brandlogic Corporation
15 River Road, Suite 310
Wilton, CT 06897
203 834 0087 x331
riney@brandlogic.com
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Notas do Editor If you haven’t had chance to review the report in detail; here are the highlights:Measures 100 global brands in nine industry categories (not utilities) – brands were selected for inclusion from Brand Finance Global 500 Brand Value rankingsFor the actual data, CRD Analytics supplied input from its Smartview databaseFor the perception data, we conducted a global research study – interviewing 2400 in three highly attentive audience groups: investors, supply chain managers (with ISM) and recent college grads – in six countries: US, UK, Germany, Japan, India and China.Other methodology comments…..Report was released in June of 2011 – with a very positive reception in the pressWe’ve also spoken directly with 25 of the 100 companies about their results If you haven’t had chance to review the report in detail; here are the highlights:Measures 100 global brands in nine industry categories (not utilities) – brands were selected for inclusion from Brand Finance Global 500 Brand Value rankingsFor the actual data, CRD Analytics supplied input from its Smartview databaseFor the perception data, we conducted a global research study – interviewing 2400 in three highly attentive audience groups: investors, supply chain managers (with ISM) and recent college grads – in six countries: US, UK, Germany, Japan, India and China.Other methodology comments…..Report was released in June of 2011 – with a very positive reception in the pressWe’ve also spoken directly with 25 of the 100 companies about their results
